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Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
Time Management 1
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Time Management 1

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  • Does not meet expectationsMeets expectationsExceeds expectationsManaging expectations is about perception.Expectations should be set up front.Expectations should be realistic.Communicate early and often.Throw in a freebie.
  •  Overworked and underpaid Silicon Valley entrepreneur was tired of the 80 work weeks and $40, 000 salaries. With an abundance of energy and vivacity for life Tim was tired of the “deferred life plan” (slave – save – retire) before he hit the age of 30. Determined to live instead of living to work Tim challenged himself to overcome time and mobility in order to live a balanced, and luxurious lifestyle. In an age of information overload Tim was chained to his desk and was constantly communicating through email via a Blackberry or laptop. With aspirations of being part of the New Rich culture Tim created a simple to follow lifestyle acronym in order to become part of this New Rich group of living in the now while balancing work. He calls his time management methodology DEAL – Define, Eliminate, Automate and Liberate. Living his methodology Tim says he works 4 hours a week while making on average $40,000 a month. Always perfecting and pushing the envelope with his methodology here are is a quick overview of how to become liberated and work a supposed 4 hour workweek. Critics are quick to point out that because Tim enjoys what he does not everything he does is considered work by his definition but he does state that although everyone may not be able to work a 4 hour workweek his tips will help anyone double their income, cut your hours in half and double your vacation time.
  • Transcript

    • 1. Time Management
      BET 600 Phase I: Managing Yourself
    • 2. Video Introduction
      BlackBerry and South Park (Ebinum)
      5 min: Introduction with fun video clip: BlackBerry and South Park (Ebinum)
    • 3. Agenda
      A Day In YOUR Life
      A Game
      Perception of Time
      Cultural Differences
      Gantt Chart
      Prioritization
      4 Hour Work Week
    • 4. A Day In YOUR Life
    • 5. Why Manage Your Time?
      Helps reduce stress
      Promotes healthy mind and body
      Prepare
      Overall happiness
      Balanced lifestyle
      Sense of accomplishment
      Accomplish more
    • 6. Lessons Learned from Tom Hunter
      Perspective
      Discipline
      Find your personal style
      Be Flexible at the right moment
      There are only 24 hours in a day
    • 7. 30 min: flash card/ role playing activities (Kryst role playing cards)- TODO: create tasks that needs to be done in the scenario into powerpoint (Jaewoo)- scenario role playing: - obstacles, unexpected delays, manage expectations
      - simple powerpoint showing the techniques learned through the activities
    • 8. Let’s Play A GAME!
    • 9. Company Introduction
      Company Name: Star Trek Inc.
      Organization
      Product: New Robot Series with ArtificialIntelligence - “Transporter”
      VP 1
      VP 2
      Manager 1
      Manager 3
      Manager 2
      Employee 1
      Employee N
    • 10. Company Introduction
      Business Status
      Some prototypes have already been available.
      Release of the product is drawing near.
      Key patents were granted yesterday.
      As a team need to launch “Transporter” next week. Today is Thursday, launch date is Friday, October 30th.
      25 person operation, been working on prototype for 1 year now, have customers who have paid waiting for launch of product.
    • 11. Company Introduction
      Main Tasks
      Develop and strengthen sales partners, channels and clients to buy & sell your product, “Transporter”.
      Plan marketing strategies including industry launch party and press release.
      Prior to the release, review main specs/features/designs while implementing final reliability tests of the product.
    • 12. Events for the scenario
    • 13. Random events for the scenario
      Scenarios
      patent failure and design/testing fail = Delay
      VP wants all features and done faster= manage expectations
      Feature E will add 100 hours but double sales – what do you do? = Manage No
      Procrastinate: how did you deal with the internal
      Conflict:Vp expected sales in 3 days, but manager failed to communicate, VP and ee in fight, they lost $1 million.
      Employee wants to quit, VP needs employee – stuck.
      ADD another feature set to it..
    • 14. Lessons learned on game
      Managing Employees
      How to deal with delay
      How to deal with expectation
      How to deal with situation to say “NO”
      How to deal with procrastination
      Lesson learned on game
      - the management (Jaewoo)
      - Delay (ebinum)
      - expectation (alan)
      - NO (mohanad)
      - procrastination (vishue)
    • 15. Managing People
      For a manager
      • Not Request but make others understand first
      • 16. Ask for not answers but solutions or alternatives
      • 17. Other tips
      • 18. Focus on what you can contribute to
      • 19. Empower duties and tasks to employees
      • 20. Notify them of the due date
      Try to incorporate employees’ time into your time frame to manage (Lead/Help/Check)
    • 21. Managing People
      For an employee
    • 22. Managing People
      For an employee
      • Understand boss’s goals and ways of working
      • 23. Always be positive and proactive
      • 24. Other tips
      • 25. Let him know consequence when you overload
      • 26. Let him know when you are reaching saturation
      point
      Try to be more flexible in managing your time since a portion of your time belongs to boss.
    • 27. Why is Interruption a big impediment of Time Management?
      Reduces productivity
      Loss of thoughts
      Loss of valuable time
    • 28. Methods to avoid Interruptions
      Do not Disturb sign
      Stand when interrupted
      Screen calls and visitors
      Agree on a quiet time
      Knowing what is important and what are not
      Saying “NO” is the biggest tool to avoid time wasting interruptions
    • 29. Scheduling Time for Interruption
      Powerful tool in Time Management
      Two components of scheduling Time for interruption
      Scheduled interruptions vary from person to person.
    • 30. Say NO
      So what happened?
      How did you say NO ?
      There is three ways to say NO:
      Just say, I’m sorry.
      say, “Let me think about it and get back to you.”
      it’s fine to say, “I can’t do this, but I can…”
    • 31. Manage Expectation
    • 32. Combating procrastination
      Everyone procrastinates, but it becomes a problem when it is frequent & habitual.
      How to identify a procrastinator?
      Starts work just hours before the deadline
      Actively looks for distractions. Eg. email
      Lies to themselves. Eg. “I work under pressure”
      Feelings of guilt, insomnia etc.
      Drinks more alcohol than others
    • 33. Tips to combat procrastination
      Set realistic goals
      Divide and conquer
      Five minute plan
      Visualize success
      Reward yourself
      Know yourself
    • 34. Is there a cure?
      Procrastinators are made not born
      Authoritarian parenting can be a cause
      Old habits die hard, expect slow recovery and setbacks
      Try different methods at different times.
      Cognitive Behavioral therapy for those who
      need help
    • 35. Perception of Time
      Duration: Subjective vs. Objective
      - “How long will it take?”
      Time Management Tips:
      • Account for contingencies
      • 36. Give yourself more time
      • 37. Be aware of your emotions
    • Value of Punctuality Across Culture
      North America (USA and Canada)
      China and Japan
      Nigeria
      Latin America
      Middle-East (Arab)
    • 38. Gantt Chart
      A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Some Gantt charts also show relationships between activities, and can be used to show current schedule status.
    • 39. Gantt Chart
    • 40. http://www.youtube.com/watch?v=CW_wGSFavTc
    • 41. Prioritization
      “90% of ‘urgent’ issues can actually wait.” – Tom Hunter, Partner, Gowlings
    • 42. Times They are a Changin’
      Trends since 1990s:
      The Internet explosion
      ‘Right-sizing’ and flattening
      Mobile offices
      Their negative effects:
      Information overload
      Asked to do more with less
      Blurring of home and work lives
    • 43. The Prioritization Problem
      The Myth:
      We need to “make time”
      The Truth:
      We cannot; we have all the time there is1
      86,400 seconds per day each2
      Use according to our priorities
      Never enough time to do it all
      Remember the trends
      How to ensure important things get done?
    • 44. Solutions - Past, Present, & Future
    • 45. 4-Quadrant Model of Prioritization
      Tasks / activities categorized by importance and urgency3
      Yes
      Quadrant 1: Important and Urgent
      • Fire-Fighting
      • 46. Appear effective in short run, but burn out
      • 47. E.g. Key customer needs information ASAP
      Quadrant 2: Important, but Not Urgent
      • Proactive Planning
      • 48. Have to make time
      • 49. E.g. Planning next week’s activities
      Important?
      Quadrant 3: Not Important, but Urgent
      • Tension-relieving to-dos
      • 50. Not goal-achieving
      • 51. E.g. Boss needs status report ASAP
      Quadrant 4: Not Important and Not Urgent
      • Time wasters
      • 52. Avoid at all costs!
      • 53. E.g. Water cooler gossip
      No
      Yes
      No
      Urgent?
    • 54. Exercise: Categorizing Activities
      In which quadrant would you place each of the following activities?
      You get a flat tire driving to a meeting
      Last-minute lunch with a banker re: funding
      An amusing You Tube video from a co-worker
      Determining how you will host a BET 600 workshop
      A flood in your R&D lab
      A co-worker needs to vent about their ex
      Significant other wants to watch TV with you
    • 55. Exercise: Categorizing Activities
      Yes
      Quadrant 1: Important and Urgent
      Quadrant 2: Important, but Not Urgent
      7. Significant Other
      6. Co-Worker Venting
      Important?
      Quadrant 3: Not Important, but Urgent
      Quadrant 4: Not Important and Not Urgent
      No
      Yes
      No
      Urgent?
      2. Lunch with Banker
      4. Workshop Planning
      5. Flood in Lab
      1. Flat Tire
      3. You Tube Video
    • 56. Steps to Better Use Your Time
      Categorize all activities on the matrix
      Eliminate Quadrant 4 activities
      Minimize time spent in Quadrant 3
      Increase time spent in Quadrant 2
      Previous step should automatically reduce time spent in Quadrant 1, and stress
    • 57. How Do I Find More Time for Q2?
      There’s actually a 13th month each year2
      You just can’t see it on a calendar
      Look for it on a calculator:
      Start each work day one hour earlier!
      5 hours/week * 50 weeks = 250 extra hours
      250 extra hours / 8 hours/day = 31 extra days
      Use this extra hour each day for planning (Q2) and other important priorities
    • 58. How Do I Know What’s Important?3
      Morbid way:
      Imagine you’re attending your funeral
      How would a family member, friend, professional colleague, and community member pay you tribute?
      How do you want to be remembered?
      These are the things that are important to you!
      Cheerful way:
      Create a personal mission statement about:
      What you want to be
      What you want to achieve
    • 59. Presenting the 4 Hour Workweek
      http://www.youtube.com/watch?v=68wIehAABPgRecommendations from Tim Ferris:http://www.rescuetime.com/http://www.asksunday.com/?gclid=CIr04rWw0Z0CFQYMDQodk0LBrg
    • 60. Just DEAL With It
      The 4 Hour Work Week Secret
      Definition
      • define the problem, define your time
      Elimination
      • selective ignorance
      Automation
      • outsource tedious tasks
      Liberation
      - Take a “mini retirement”
    • 61. The Timothy Ferriss 'not-to-do' list
      1. Do not answer calls from unrecognized phone numbers To do so would just results in unwanted interruption. Let it go to voicemail instead.
      2. Do not email first thing in the morning or last thing at night. The former scrambles your priorities and plans for the day; the latter gives you insomnia.
      3. Do not agree to meetings or calls with no clear agenda or end time.
      4. Do not let people ramble Forget "How's it going?" when someone calls. Stick with "I'm in the middle of getting something done, but what's going on?"
    • 62. The Timothy Ferriss 'not-to-do' list
      5. Do not check email constantly — check at set times only. Focus on the execution of your top to-do's, instead of responding to others' manufactured emergencies.
      6. Do not bother fixing small things. Define one single, most-important task for each day. Often, it's just a matter of letting little bad things happen (return a phone call late, pay a small late fee, lose an unreasonable customer).
      7. Take at least one day a week off of your digital leash. Turn it off or leave it at home. So what if you return a phone call an hour later or the next morning?
      8. Do not expect work to fill a void. Work is not all of life. Force yourself to work within tight hours. Focus, get the critical few priorities done, and get out.
    • 63. Questions?

    ×